International Journal of Management and Enterprise Development (3 papers in press)
- LINKAGES AMONG ORGANIZATIONAL CULTURE, KNOWLEDGE MANAGEMENT, AND PATIENT SAFETY PERFORMANCE: EVIDENCE FROM A STATE HOSPITAL
by Saffet Ocak, Mehmet Ali Koseoglu, Andy Bertsch
Abstract: The present study aims to reveal the effects of organizational culture and knowledge management applications on patient safety performance. The sample of the study consists of nurses working in a state hospital with 502-bed capacity in Turkey. The data were collected through a questionnaire. The analyses conducted revealed that there is a negative correlation between various aspects of organizational culture and patient safety performance. In this correlation, it was found that the strongest effect comes from developmental culture and the weakest effect from rational culture. A positive strong and significant correlation was found between applications of knowledge management techniques and patient safety performance. This correlation is most affected by knowledge dissemination and it is followed by knowledge acquisition and responsiveness of knowledge. Moreover, we found a significant correlation between knowledge management and organizational culture. Finally, the implications for practice and literature will be discussed and suggestions will be made for further research.
Keywords: Knowledge management, organizational culture, patient safety performance
Special Issue on: "MAKELEARN2014 "Human Capital as the Foundation for Enterprise Management and Development,"
- IT Balanced Scorecard new way of IT and business strategy integration
by Magdalena Mulawa, Joanna Świerk
Abstract: The Balanced Scorecard (BSC) originated by Kaplan and Norton is known as a strategy performance management tool. The most significant role of the BSC is ability to translate corporate strategy and mission into measurable and tangible objectives, focusing on the most meaningful measures. It is a popular management system which is used to clarify the organizations strategy, vision and translate them into action. Therefore it enables executives to accomplish their strategy in effective way.
The traditional BSC has evolved since its developing to a full strategic management system. In 1997 is was adopted by Van Grembergen and Van Bruggen for a use by a corporate IT department. They proposed modification of traditional BSC, creating the IT Balanced Scorecard (IT BSC) consisting of four new perspectives: Corporate Contribution, Customer (User) Orientation, Operational Excellence, Future Orientation.
The paper presents the idea of IT BSC, its history, the stages of development, current drivers and use of todays IT BSC. The main aim of this article is the verification of the hypothesis that IT BSC is some new way of IT and business strategy integration, important component of modern organization. As a result of the analyses of this issue, authors tries to show the meaning of this tool in the nearest future.
Keywords: IT BSC, BSC, company, companyâ€™s value, IT department, business strategy, management
- EFFICIENCY AND PROFITABILITY ALONG THE LIFECYCLE STAGES OF SMALL ENTERPRIseS
by Csaba Balint Illes, Hilda Hurta, Anna Dunay
Abstract: The Adizes lifecycle model is a widely used model for determining the different development stages of enterprises. Lifecycle stages may be differentiated even in the smallest companies, and the model may be used in analyses before making plans and can be a practical tool for managers in the decision-making process.
We conducted an overall survey among Hungarian SMEs in 2012, and examined the different attitudes and behaviour of managers in different lifecycle stages of their companies and the most important motivations and driving forces of their decisions in the specific stages.
Firstly, we analysed the financial performance of enterprises according to the results of their balance sheet, by which we determined four main categories depending on their business success. Our results proved that the profitability of enterprises is strongly influenced by their lifecycle stage and the growing process is also determined by the age of the enterprise.
Keywords: SMEs, lifecycle stages, profitability, growth, competitiveness, Greinerâ€™s growth model, Adizesâ€™s model, Hungarian enterprises